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A new era of family wealth demands a new architecture

For many of the world’s wealthiest families, discussions around investment, governance and succession are becoming harder to navigate. Nearly three-quarters of family office (FO) professionals report rising conflict among family members as strategies strain under the weight of geopolitical uncertainty, digital disruption and social change.

Drawing on a global survey of more than 300 ultra-high-net-worth (UHNW) families and their advisers, our research reveals a profound repositioning underway.

Executive summary

Our research reveals four defining themes shaping a new calculus of legacy, with families rethinking their operations and viewing resilience as the new measure of success.

A strategic shift is underway.

  • More than half (54 per cent) of families are considering relocating their FO locations this year.
  • Location strategy is not just defensive. Those considering a move cite cybersecurity, geopolitical risk and the search for specialist talent as their top short-term concerns.

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Governance is helping families align.

  • Families that regularly review their FO’s governance structure are more confident in their ability to evolve with change.
  • Around three-quarters of families make personal judgment calls on philanthropy and conflict resolution, but governance frameworks are helping families align their objectives with their values.

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Succession is coming under pressure.

  • A total of 84 per cent of family members agree that next-generation (next-gen) engagement is essential, but one-third are dissatisfied with current levels of involvement.
  • Poor planning could be costly: 87 per cent of families believe that better succession planning, particularly around cross-border assets, could save their families millions.

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Technology and next-gen voices offer a competitive edge.

  • More than three-quarters (76 per cent) of families say they are comfortable using artificial intelligence (AI) to support investment decisions, provided human oversight remains.
  • Younger generations are pushing for a more strategic approach to technology and their voices carry weight: 81 per cent of family heads say younger perspectives are crucial.

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“We have moved from an age of preservation to an era of positioning. Families are reviewing their wealth ecosystem – not only to mitigate risk, but to build resilience in an age of uncertainty.”

— Raymond Ang
Global Head of Private Bank and Affluent Clients, and
Head of Wealth and Retail Banking, Greater China and North Asia

Related insights

Discover additional insights from our research and thought leadership.

The architecture of adaptive wealth

The great repositioning is more than a geographic reshuffle. It marks a fundamental shift in how wealth is managed and preserved.

Legacy wealth structures, whether built for tax efficiency, tradition, or convenience, are no longer sufficient for today’s families. As risks multiply and needs evolve, resilience has become critical.

Our research shows that resilience is not a matter of luck. Families that focus on governance, location strategy, next-gen engagement, and technology are building wealth that can adapt and evolve with the times – turning volatility into lasting opportunity.

Strategic imperatives for resilience

Design architecture for agility

Why?

Location, talent and technology are now critical to managing risk and capturing opportunities. 

How?

  • Assess a location based on its digital infrastructure, regulatory stability and the availability of talent.
  • Hire experts in areas such as cybersecurity, private credit and sustainability.
  • Invest in AI and predictive analytics.
Formalise governance structures

Why?

Families with robust governance structures are more confident in their ability to evolve with the times.

How?

  • Establish forums to channel debates.
  • Fortify decisions with data and professional advice.
  • Embed family values in charters or constitutions.
Future-proof succession

Why?

Families that adapt succession planning to changing dynamics and environments future-proof their legacies.

How?

  • Establish a regular forum to revisit succession plans.
  • Design clear pathways for incremental next-gen involvement.
  • Enlist external support to bridge values with reason.

Report methodology

Our findings are based on qualitative and quantitative research conducted with UHNW families and their FOs in May and June 2025, in collaboration with FT Longitude.

As the concentration of UHNW families outside the United States continues to grow, and as shifts in US policy and markets reverberate globally, the survey has deliberately focused on families that are primarily located outside the United States. This lens provides insights into how UHNW families are managing wealth and legacy in a rapidly changing geopolitical context.

The quantitative research data is drawn from a survey of 300 individuals. The sample group comprised 70 family heads, 70 next-gen family members and 160 FO professionals across China, Singapore, Hong Kong, London, Dubai, India and Africa. All participants come from families with a minimum of USD500 million in investable assets. Please note that not all charts in the report add up to 100 per cent due to rounding.

The qualitative research data is derived from 33 in-depth interviews with senior and next-gen family members and with senior FO professionals across Singapore, Hong Kong, London, Dubai, India and Africa. The research also incorporates insights into the trends shaping UHNW wealth management from three senior legal, advisory and governance experts.

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